Summary(BACKLOGS:GROUP E)

Leadership Styles

Authoritarian or autocratic

 This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Participative or democratic

This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

Delegative or Free Reign

 In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

Charismatic Leadership

Charm and grace are all that is needed to create followers.

Self-belief is a fundamental need of leaders.

People follow others that they personally admire.

The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority.

Situational Leadership

The best action of the leader depends on a range of situational factors.

When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple.

Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior.

The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior.

Transactional Leadership

People are motivated by reward and punishment.

Social systems work best with a clear chain of command.

When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.

The prime purpose of a subordinate is to do what their manager tells them to do.

The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place.

The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinate's manager) gets authority over the subordinate.

When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).

Transformational Leadership

People will follow a person who inspires them.

A person with vision and passion can achieve great things.

The way to get things done is by injecting enthusiasm and energy.

Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.

The Quiet Leader

The actions of a leader speak louder than his or her words.

People are motivated when you give them credit rather than take it yourself.

Ego and aggression are neither necessary nor constructive.

The approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions. Although they are strongly task-focused, they are neither bullies nor unnecessarily unkind and may persuade people through rational argument and a form of benevolent Transactional Leadership.

Servant leadership

The leader has responsibility for the followers.

Leaders have a responsibility towards society and those who are disadvantaged.

People who want to help others best do this by leading them.

The servant leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve.

Laissez-Faire Leadership Style

The laissez-faire leadership style is also known as the "hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

Emergent Leadership 

Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We see a number of ineffective managers who didn't know the behaviors to use when one taking over a new group.

Strategic Leadership

This is practiced by the military services such as the US Army, US Air Force, and many large corporations. It stresses the competitive nature of running an organization and being able to out fox and out wit the competition.

Team Leadership

A few years ago, a large corporation decided that supervisors were no longer needed and those in charge were suddenly made "team leaders." Today, companies have gotten smarter about how to exert effective team leadership, but it still takes leadership to transition a group into a team.

Facilitative Leadership

This is a special style that anyone who runs a meeting can employ. Rather than being directive, one uses a number of indirect communication patterns to help the group reach consensus.

Leadership Influence Styles

Here one looks at the behaviors associated how one exercises influence. For example, does the person mostly punish? Do they know how to reward?

Cross-Cultural Leadership

Not all individuals can adapt to the leadership styles expected in a different culture whether that culture is organizational or national. In fact, there is some evidence that American and Asian Leadership Styles are very different, primarily due to cultural factors

Leadership Qualities.

1. Good communication skill
Communication is the key to be a great leader. The reason for this is simple: if he possesses the other nine leadership qualities but if he fails to communicate well, he will never be great leader.

What he can do is communicate with others in the organization about what IT can do to move the company forward. In other words, good communication is the key for developing good business relationships. If he can’t establish a good business working relationship, he is not going to be that leader, that team player. He will not be able to communicate how IT can add long-term value to the company. The modern leaders must therefore be equipped with good communication skill and use new ways to do effective communication.

2. Honesty
The most valuable asset of a leader is honesty. He must be honest with both his employees and the management committee. Another part of his features is integrity. Once a leader compromises his or her integrity, it is lost. That is perhaps the reason integrity is considered the most admirable trait. The leaders therefore must keep it "above all else."

3. Visionary outlook
Leadership qualities are different for different position. For a CIO he must be thinking for stabilizing the current business and always looking for future scope of expansion. He has to be able to look beyond where we are today, know where the business is going, and be able to use that vision to move the company forward. Being able to do this is a rare skill indeed.

4. Selecting a good team
A good CIO although he possesses sound technical skills he assures that the team he selects is efficient enough to back up any skill he lacks. Choosing the best people for such team is a skill. A CIO after all is a human being and does not have answer for everything. But by working together he creates an atmosphere of mutual trust and respect; the team then always find the best solution.

5.Action speaks louder than words
Managers must be able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they come know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly. However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

6. Ability to motivate people around
A good leader must always keep motivating his team mates for good work and should maintain healthy environment. He must give first priority to safety of workers and see that they are not exploited by superiors.

7. Consistency
Leadership effectiveness is impossible without consistency. Every leader has an approach that is unique to them. Don't change your personal style radically after all; it got you in a leadership position. Modify the rough spots but take care not to confound your staff by displaying inconsistency. Your expectations, though subject to modification based on ever-changing business needs, should remain as constant as possible. The business world is confusing enough without you adding unwelcome surprises into the mix. Keep things simple and consistent.

8. Ability to stand against critics
As the success rate increases your critics multiply and become louder. Come to peace with the fact that you will always have a camp of people who critique every decision you make. They are generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop your skills of repelling such critics so that they do not diminish your confidence or enthusiasm.

It takes focus and confidence not to be adversely affected by criticism. Strong leaders learn the art of listening to critics, but ultimately making decisions for the good of the department, not to simply please the critics. The following quote sums it up nicely: "Some of the most talented people are terrible leaders because they have a crippling need to be loved by everyone." As rightly stated by James Schorr.

Compensation and Benefits 

Investigate and report on industrial accidents for insurance carriers.
Represent organization at personnel-related hearings and investigations.
Prepare detailed job descriptions and classification systems and define job levels and families, in partnership with other managers.
Resolve labor disputes and grievances.
Manage the design and development of tools to assist employees in benefits selection, and to guide managers through compensation decisions.
Conduct exit interviews to identify reasons for employee termination.
Prepare budgets for personnel operations.
Prepare personnel forecasts to project employment needs.
Contract with vendors to provide employee services, such as food services, transportation, or relocation service.
Study legislation, arbitration decisions, and collective bargaining contracts to assess industry trends.
Advise management on such matters as equal employment opportunity, sexual harassment and discrimination.
Direct preparation and distribution of written and verbal information to inform employees of benefits, compensation, and personnel policies.
Administer, direct, and review employee benefit programs, including the integration of benefit programs following mergers and acquisitions.
Plan and conduct new employee orientations to foster positive attitude toward organizational objectives.
Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation, labor relations, and employee relations.
Identify and implement benefits to increase the quality of life for employees, by working with brokers and researching benefits issues.
Design, evaluate and modify benefits policies to ensure that programs are current, competitive and in compliance with legal requirements.
Analyze compensation policies, government regulations, and prevailing wage rates to develop competitive compensation plan.
Formulate policies, procedures and programs for recruitment, testing, placement, classification, orientation, benefits and compensation, and labor and industrial relations.
Mediate between benefits providers and employees, such as by assisting in handling employees' benefits-related questions or taking suggestions.
Fulfill all reporting requirements of all relevant government rules and regulations, including the Employee Retirement Income Security Act (ERISA).
Maintain records and compile statistical reports concerning personnel-related data such as hires, transfers, performance appraisals, and absenteeism rates.
Analyze statistical data and reports to identify and determine causes of personnel problems and develop recommendations for improvement of organization's personnel policies and practices.
Develop methods to improve employment policies, processes, and practices, and recommend changes to management.
Negotiate bargaining agreements.

Knowledge Requirements for: "Compensation and Benefits Manager"

Personnel and Human Resources -- Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.
Administration and Management -- Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
English Language -- Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Law and Government -- Knowledge of laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process.
Clerical -- Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology.
Economics and Accounting -- Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.
Customer and Personal Service -- Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
Mathematics -- Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.
Education and Training -- Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.

---

Are you sure that being a "Compensation and Benefits Manager" is the best career for you?

Our Career Interest Test and Free Personality Test will show you which careers match your interests and personality.

---

Skill Requirements for: "Compensation and Benefits Manager"

Active Listening -- Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Critical Thinking -- Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
Time Management -- Managing one's own time and the time of others.
Reading Comprehension -- Understanding written sentences and paragraphs in work related documents.
Management of Personnel Resources -- Motivating, developing, and directing people as they work, identifying the best people for the job.
Social Perceptiveness -- Being aware of others' reactions and understanding why they react as they do.
Writing -- Communicating effectively in writing as appropriate for the needs of the audience.
Speaking -- Talking to others to convey information effectively.
Monitoring -- Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
Management of Financial Resources -- Determining how money will be spent to get the work done, and accounting for these expenditures.

Chapter 1: (Overview)

                The Human Work is concerned with the production and distribution of the goods and services of the company. The Industrial Psychology has certain premises the first three is all about the desirable objective of industry and to fulfill the needs of the people and the next two is all about the origin of the problems which industrial psychology treats and with their resolution.

                The modus operandi of industrial psychology has four phases or stages:

1.       The identification of the problems to be treated;

2.       The use of various methods of collection and analysis of relevant data;

3.       The findings resulting from these methods and associated analysis;

4.       The application of such findings to the problems at hand.

In identifying the problems to industrial psychology you must observe and know if you are right or wrong in giving your own reasons to solve the problems and it fall into three classes:

1.       Experimental design (methods of investigation)

2.       Data collection (the use of such methods are tests, questionnaires, ratings, performance appraisal, observation and job analysis)

3.       Statistical analysis methods

The industrial Psychology has two faces the science of psychology with an emphasis on research and the profession of psychology with an emphasis on the application of knowledge.

Chapter 2: (Bases of Job-Related Behavior)

          Human behavior is the number one factor that can contributes on our job performances. Behavior has two dimensions:

·         Quantitative- can be measured

·         Qualitative- can be evaluated

In criterion for the behavior of workers, there are kinds of factors that almost inevitably would be suggested, such as:

·         Aptitudes

·         Personality Characteristics

·         Physical Characteristics

·         Interests and Motivation

·         Age and Sex

·         Education

·         Experience

·         Other Personal Variables

Also in criterion for the workers behavior would be include a number of situational variables which falls into two general classes:

·         Job and Working Condition Variables- include methods of work, the design and condition of work equipment, work space and arrangement and the physical work environment.

·         Organizational and Social Variables- including the character of the organization, type of training and supervision received types of incentives and the social environment.

Chapter 3: (Behavioral Research)

There are two types of variables in behavioral research:

·         Criterion (dependent or measured variable)

-it can be predicted (such as job performance, job satisfaction, absenteeism or heart rate)

-control of predictor

·         Predictor (independent or controlled variable)

-predicting the criterion (such as test scores, measures of physical characteristics, or measures of other personal characteristics)

-effects

               

Measurement is basic to any statistical treatment or research data

Four Basic Measurements

·         Nominal Scale- general type of variable in question (as places of residence and job satisfaction or maybe in by level).

·         Ordinal Scale- used to characterize the rank order on some variable of individual cases (how much difference there is between adjacent ranks).

·         Interval Scale- individual cases have number associated with them, and these number are significant in the any given numerical difference, in any there is a long scale theoretically.

·         Ratio Scale- cases have numerical value (ex. Height and weight).

Basic Research Strategies

·         Most important fact to remember:

-research is conducted in order to answer some question

-research is that no matter what method is used there is always some possible alternative explanation for the result contained.

·         Research strategy selected can be developed on the basis of the answers to three basic questions:

1.       What variables need to be studied?

2.       How should these variables be treated?

3.       In what setting should the research be under taken?

There are two types of research settings, laboratory and field studies. Laboratory is an artificial settings created by the researcher and the field is done in natural settings.

Experimental strategies involves in some form of manipulation of predictor. Correlation strategies data are obtained on the predictor and criterion with out any experimental manipulation or control. Correlation is a statistical index of the degree of linear relationship between two variables.

Chapter 4: (Jobs and Job Analysis)

            Job Determinants, we might ask ourselves two questions. First, how do job come into being. Second, what factors cause jobs to be what they are (in terms of content or other characteristics).

                Determinants are work activities of jobs and there are uses of job information, good decisions and can define more generally as the study of human work.

                Job analysis has divided into four different angles: the types, the form, the method of analysis and the agent.

                Form of Job Analysis Information

·         Qualitative it is typically descriptive

·         Quantitative it is typically characterized

Methods of Collecting Job Information

·         Observe

·         Interview

·         Review some records and works

Task Inventories typically consist of lists of the tasks patient to some occupational area.

Job Dimensions is the combinations or groups, or cluster bundles of interrelated job elements.

Chapter 5: (Behavioral Measurement: General Considerations)

                The Criteria was grouped into six classes:

1.       Performance Criteria is the job performance of the individuals and it is divided into two dimensions: quantity, quality.

2.       Job Attendance Criteria was composed of three kinds of criteria the job tenure, absenteeism or attendance and tardiness.

3.       Accident and Injury Criteria it is concerned with matters of safety.

4.       Psychological Criteria it includes such measures as heart rate, blood pressure, electrical resistance of the skin and oxygen.

5.       Status Criteria it is based on individual’s occupation, position, or education level.

6.       Subjective Criteria includes measures of attitudes and opinion obtained by questionnaires.

Selection of Criteria has Three Basic Considerations:

1.       Relevance Criteria refers to the extent to which criterion measures of different individuals are meaningful in terms of objectives.

2.       Freedom from contamination

3.       Reliability of the Criterion.

Problems in obtaining Criterion Data

                -they don’t know who can hold their personal data.

-only the authorized personnel can hold the confidential data of one personnel.

Chapter 13: (Work Motivation)

ABILITY VS. MOTIVATION

·         Ability represents the individual’s capability of handling the job at a certain time.

·         Motivation is the individual’s desire to show the behavior and might be thought of as the “will do” factors influencing the display of work-related behaviors.

Work Motivation defined as conditions which influence the arousal, direction and maintenance of behaviors relevant in work settings.

Three Major Components of Motivation

1.       Energizing- this is the force or drive present in the organism which leads to some behavior.

2.       Directing- guides the behavior in a particular direction.

3.       Maintaining or Sustaining- behavior once it has occurred.

Theories of Work Motivation

·         Need Theories- it emphasize needs posit the existence of some of internal state of the individual, labeled a need or motive.

·         Balance Theories

·         Two-Factor Theory

·         Expectancy Theory- is a cognitive theory based upon a rational-economic view of people.